惠普康柏企业文化整合方案.pptx

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welcome
agenda:
presentationoffindings
q&asession
culturalduediligencestudy
presentationoffindings
culturalduediligencestudy
datacollectedfromaroundtheworldinbothcompanies:
127individualexecutiveinterviews
138focusgroupsspanning1,500managersandindividualcontributorsin22countries
congruencemodel
output
input
environment
resources
history
strategy
system
unit
individual
work
people
formal
organization
informal
organization
4
culturalduediligencestudy
-mergehpandcompaq

similarities-thingsthatthepeopleineachcompanyperceivedaboutthemselvesthatmatchedtheothercompany
differences-thingsthatthepeopleineachcompanyperceivedaboutthemselvesthatwereatoddswiththeothercompany
uniquecommentary-thingsthatpeopleineachcompanyexpressedveryoftenwhichthoseintheothercompanytalkedmuchlessabout

congruencemodel
output
input
environment
resources
history
strategy
system
unit
individual
work
people
formal
organization
informal
organization
6
input
hponhp
similarities
proudaboutHPlegacy
industryconsolidating
disadvantagedinsupplychainandoverheadcosts
goodproducts
uniquecommentary
prideinsuccesslinkedtoinnovation
technical/engineeringheritage
goodreputationwithcustomers
powerhistoricallywiththebusinessandthebackend
compaqoncompaq
similarities
strongbrand,productsandservices
industryconsolidating
disadvantagedinsupplychainandoverheadcosts
goodproducts
uniquecommentary
historicallyfast,nimble,andabletoexecute
traditionallyshort-termfocused
fastgrowththroughnewbusinessmodel
redefinedcomputinglandscape
7
congruencemodel
output
input
environment
resources
history
strategy
system
unit
individual
work
people
formal
organization
informal
organization
8
strategy
hponhp
similarities
top-downstrategy;mid-managementnotinvolved
needforplanningandexecutionprocess
differences
strategyislong-termoriented
uniquecommentary
strategyincreasinglyunclearasyougodowntheorganization
strategyhastobetranslatedintosomethingconcrete
compaqoncompaq
similarities
strategycomesthroughatop-downprocess
little/nostrategicprocess
differences
susceptibletofrequentchangesindirection
customerfocusedwithashort-termorientationtowardthemarket;interfereswithinvesting/buildingforthefuture
uniquecommentary
tendencytobeinfluencedmorebymajorcustomeraccountsthantechnologicaladvancements
9
congruencemodel
output
input
environment
resources
history
strategy
system
unit
individual
work
people
formal
organization
informal
organization
10